Page 94 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

Increasing the value of age: guidance in employers’ age management strategies

the same approach, for example a mentorship programme, can be used in
different cases with different challenges;
(b) another important challenge is retention of knowledge. Having information
about staff numbers, their competences and potential development is an
important stimulus for organisations in developing an age management
strategy;
(c) laws and regulations can be stimuli to age management strategies in
organisations; they may also stimulate the development of approaches that
otherwise might be overlooked by organisations;
(d) age management strategies seem to have a problem-oriented focus. The
strategies seen in most case-studies address a specific challenge, such as
health problems, negative stereotypes, disappearance of competence,
integration of worker experience;
(e) signposting and informing are often mentioned as guidance activities in the
age management strategies. A negative perception of older employees in
the organisation regarding can be a problem in signposting and informing,
seemingly confirming the negative view. Advising is less often present in the
case studies because some strategies rely on the initiative of the employee,
assuming that the available information is enough for the employee to
choose what kind of approach suits best;
(f) half of the cases make use of an external partner (governance and resource
partner). Organisations that make use of external partners tend to involve
them on several subjects (they most likely have governance and resource
partners).

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